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Advanced Integrated Practice (AIP) in project management is a design and construction process that brings together collaborative and integrative methods for improving productivity within the industry, by utilization of an interactive, comprehensive, project-wide delivery methods and practices. This partnering process allows the team to function within an integrated environment while using advanced delivery methodologies for delivering a project by creating high-performance teams with collaborative tools such as Building Information Modeling (BIM) and Virtual Design and Construction (VDC), Sustainability and LEAN Construction processes. Other areas and processes that AIP addresses are as follows: * Integration * Innovation * Culture * Manufacturing / PreFab * Design-Assist * Business Model * Scope & Programming * Schedule Development * Cost Control * Quality & Safety Advancements * Contracts ==Background== During the last half the 19th and nearly all of the 20th centuries, there was a move to silo design and construction teams on projects, where teams experienced increased risk, lower construction productivity, lack of communication between owner and teams, and often the owner met decreased value in their projects. This move meant that teams encountered adversarial project experiences between companies, team members and the owner. This often meant that the project did not meet the owner’s vision for the project. It was noted that the construction industry suffered a decline in construction productivity since the 1960s, which was then documented in a whitepaper by Steven G. Allen.〔(”Why Construction Industry Productivity is Declining,” ) by Steven G. Allen, National Bureau of Economic Research, no. 1555, Feb, 1985, retrieved 2008-11-17〕 During this same period, manufacturing within the U.S. also suffered a decline in manufacturing productivity capability.〔(“Regional Productivity Growth in U.S. Manufacturing: 1951-78” ), by Charles R. Hulten and Robert M. Schwab, The American Economic Review, Vol. 74, No. 1 (Mar., 1984), pp. 152–162, Published by: American Economic Association〕 Due to these effects, the construction industry faced increased challenges in design and construction. In a 2004 study conducted by Paul Teicholz〔(“Labor Productivity Declines in the Construction Industry: Causes and Remedies” ), AECbytes Viewpoint #4 (April 14, 2004), by Paul Teicholz, Ph.D. Professor (Research) Emeritus, Dept. of Civil and Environmental Engineering, Stanford University〕 showed that the construction industry was still the only major industry that was less productive in 2004 than it was in 1964. Getting the design professional and the general contractor to work together during the design phase of the construction process was challenging. Improvements in construction methodologies, productivity, reduced costs, and shorter schedules were becoming hallmarks of the projects that used these collaborative approaches and more of the industry began to embrace the collaborative ways. Owners, seeing the benefits, started choosing those companies that achieved superior performance using the new delivery methods. Over the past decade, significant improvements have been made to use these collaborative processes to address newly proven concepts for the construction industry, by utilizing collaborative software, technology tools and integration methods for vertical and horizontal projects within the built-environment. Industries, such as oil and gas, or microelectronics applied similar processes within their companies by using “vertical integration” as a method to integrate some or all of the specialized technology to bring improvements to their business. The construction industry is no different. There is now a move to bring integrative methods into design and construction to improve productivity. Of these, one type is identified as Integrated Project Delivery (IPD) method. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Advanced Integrated Practice」の詳細全文を読む スポンサード リンク
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